BUSINESS

COMMUNICATIONS
HARSHAD Bajpai

Objective of the Course

2

To understand the importance and the

difference of Business Communication
To increase

Listening
Speaking
Writing

Effectiveness in business communication.

What is Communication?

Communication is the
giving and receiving of
feedback between
individuals and/or groups
for the purpose of
exchanging information.

The Communication Process

Sender has an idea

Sender encodes the idea

Sender transmits the message

Receiver gets the message

Receiver decodes the message

Receiver sends feedback

Basic Communication Model

5

Speaker---------------encoding------------------message----------------decoding----------------------listener
in successfull communication
sent =received

3 V of Communication
6

Verbal: What you say: the message

Vocal: How you say:
music of your
voice
Visual: How you seem & who are you

Most powerful element of communication is:

Visual
! Give importance to visual self, as much as
the knowledge and experience.

Types of Communication

Nonverbal

Less structured, harder to classify

More spontaneous, less control

Verbal

More structured, easier to study

Conscious purpose, more control

Genres of Communication
Written Communication
Oral Communication
Mixed Communication

Written Communication

Letters
Memos
Email
Reports/White Papers
Web sites
Promotional Materials
Other written documents

Oral Communication

Meetings
Conference calls
Phone calls
Presentations
Video or audio recordings
Other forms of oral communication

Mixed Communication

Web sites
PowerPoint presentations (spoken and
written communication)
Performance reviews

Internal Communication

Official structure

Formal chain of command

Up, down, across formal power lines

The grapevine

Informal networking

Unofficial lines of power

External Communication

Formal contacts

Marketing

Public relations

Informal contacts

Employees

Managers

Business Comm. must be

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brief
Well-designed
precise
specific
Short
Net & clear
Understandable & comprehensive

Common Problem Areas

15

Sending:
Lack of gestures, tone of voice, ambigious words
!: Convey the importance of the message.
Environment:
Noise.Physical obstacles, inadequency of the
channels,
Receiving:
Misinterpretion of any word or behaviour, perceptual
filter which reflect all our past experinces and
learning

Problems in Sending
16

using technical words for communication

to non technical people
forgetting that the visual and vocal
elements are the most important, words
less.
Ignoring the situation, expectencies and
interests of the listener according to their
expertise.

Listening

17

The most important skill of a manager

is ...?..
Ineffective or poor listening is the most
frequent causes of misunderstandings,
mistakes, unhappy customers, low
morale emloyee, missed sales, in private
life divorces and parent-child conflicts.
Poor listeners seem disinterested, selfcentered

Reasons of Poor Listening I

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Reasons of poor listening are as follows:

Listening is hard work: requires
concentration
Competition:competition of taking our
attention by advertisements, radio, TV etc.
The rush to action: we think that we
know what someone is going to say and
interrupt.

Reasons of Poor Listening II

19

Speed Difference: The difference between

speech speed and thought speed listening gap.
Average person speaks at about 135-175 words a
minute, but can listen to 400-500 words a
minute. The gap time spent jumping into
conclusions, daydreaming, planning a reply or
mentally arguing with the speaker.

Reasons of Poor Listening III

20

Lack of training: we do more listening than

speaking, reading or writing but we receive
no formal education for good listening.
The average employee spends about 3
quarters of each working day in verbal
communications. Nearly half of it is spent on
listening.

Reasons of Poor Listening

21

The typical employees listening effectiveness is only 25

percent.
Three-fourths of everything that employee hears is distorted
or quickly forgotten.
The normal untrained listener is likely to understand only
about 50% of a conversation
After 48 hours it drops to 25%.
That means it is normal forgetting the discussion .

Benefits of Better Listening

22

It improves relationships
Listening to someone makes them feel good about
you which leads to increased trust and credibility
and an increased willingness toward cooperation
There are fewer Misunderstandings
Fewer errors result in lower costs, better products
and services and higher profits
Better Understanding
Better listening improves the transfer of
information, improves teamwork, builds morale
and leads to higher productivity

23

ACTIVE LISTENING
ATTITUDE
The skills needed to improve listening are relatively simple to learn
and implement. Perhaps the harder task is developing the active
listening attitude.Understand that:
1.

Attitude: Listening is as powerful as speech: What someone

says to you is just as critical as what you have to say to them.
2. Attitude: Listening saves time: People who listen actively find
that they experience fewer mistakes, fewer interpersonal
misunderstandings, less employee and customer turnover.
3. Attitude: Listening is important and worthwhile with
everyone:When you believe that you can learn something from
everyone you meet, you will approach listening with a new
enthusiasm.

The Art of Asking Questions

24

The word is full of questions:

Good, silly, important and offensive questions.
Questions can built rapport and trust or foster suspicion and
dislike. Questions can open up a conversation or
weaken&closed.
Questions generate information or loose main topic of the
conversation. Are heart of the conversation which pump
fresh life to the conversations.

The Art of Asking Questions

25

We ask questions a lot since our

childhood.
But the point is being able to ask right
question at the right time for
communication.
Why Do We Ask Questions?

To gain information: Information

transfer depends on questions. Who,
what, where, when, why, how, how
much are are questioning words for
gathering information.
. 2. To stimulate conversation: For
1.

Why do we ask questions?

26

4. To check agreement: What does other person think about what

you have discussed? Do you think we are on the right track? Can
you support this decision? Are we in agreement, Do you have any
objections? How does this sound to you?
5. To verify information: Sometimes what you hear is not what
you were meant. Asking for feedback is a critical part of the
communication process. Did I understand you to mean..? Can I
summarize it as...?
6.To build rapport and trust: Rapport and trust are built by
showing support for the other persons goals and objectives. How
can I help you? What can I do to help you to meet your
objectives? What would you like to accomplish? Tell me about
your goals/dreams/objectives

The Two Major Types of Questions-Closed

27

There are two types of questions:

1.
Closed:generally simple, information gathering questions.
Response to a closed question is usually yes, no or a very
brief answer.
Typical closed questions are: What time is it?, Did you finish the
project? Are you going to the meeting, can you work overtime
tonight?
When did you first discovered the problem?

The Two Major Types of Questions-Closed

28

Closed question perform the following functions:

1.

2.
3.

They allow specific facts to be gathered. What colour do you

prefer?
They are easy to answer. Will you be finished, by 5.00 p.m.?
They are useful in the feedback process where someone wants to
check the accuracy or completeness of the communication. Have
I got the information right?
4. They can be used to gain commitment to a position. Does this
seem right so far?
5. They can be used to reinforce positive statements. This seems
like a good plan, doesnt it?
6. This can be used to direct the conversation to a desired topic
or concern. Do you have time to talk the budget

The Two Major Types of Questions-Open

29

Open questions are generally more deep and require longer,

more complex answers. Are used to draw out a wide range of
responses on a broad topic. Often ask for opinions, thoughts
and feelings.

How did you feel about the meeting?

What could we do to make this project better?
How can we meet our objectives?
What is your opinion on the new marketing plan?

The Two Major Types of Questions-Open

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Open questions have the following characteristics:

1.

2.

3.

They can not be answered by a simple yes or no. How do you

think we could make this process work better?
They usually begin with what or how.What do you think about
the new benefits policy?
They do not lead the answer:What could we make improvements
in the new marketing plan

4. They draw out ideas and feelings. How do you feel about the
reorganization of the department?

5. They encourage elaboration on objectives, needs, wants and

problems. What do you think about the new employee review
system?

6. They promote self-discovery. How do you think the new process

will work for your group?

The Two Major Types of Questions-Open

31

7.They stimulate thinking about your ideas. Where do you

think we might run into problems with this idea?
8.They allow a broad range of responses and styles. How
would you change the policy?
It is important to know which kind of question- open or
closed- to use to achieve your goals. Both are useful and
can help you to achieve several different purposes
including:

The Two Major Types of Questions-Goals

32

1.Fact-Finding: If you are looking for specific information

and data, use closed questions that ask for the detail you
need. What did you accomplish on the project? will
generate more detail than Did you get a lot done?. Take
notes and verify that you understood the information
correctly.
2.Feeling-finding:to understand a persons feeling about a
subject generally requires open questions.Are you happy
about the project? Does not get the same response as the
open-ended question How do you feel about the
project?Used properly, feeling-finding questions generate
a lot of information about attitudes, convictions and
motivations. This type of questions are very powerful,
because too seldom asked&listened carefully.

The Two Major Types of Questions-Goals

33

3. Clarifying: Closed questions are used to verify your understanding

of a conversation. Do I understand you correctly? Are you referring
to ..? Do you mean..? are examples of questions which you may ask to
make sure you understand the information being given to you.
4. Expanding: Open questions are used to draw out further information
on a topic. Can you give me an example? Would you tell me more about
that point? What else might be causing a problem? are questions that
continue to generate information about the subject.
5. Directing: Directing questions are generally closed and point the
conversation toward a particular goal. What was the other point you
wanted to make? Can we go back and talk about your first item?
Couldnt we postpone the decision for a week? With these questions,
you want to direct the conversation to a different topic or to lead the
person to a particular decision.

Conflict
Define in your own words what is
conflict.
What image come to your mind.

Definition
A situation in which someone
believes that his or her own needs have been
denied.

Or
A conflict is the result of opposing interests
involving scarce resources, goal divergence and
frustration.

Definition

The goal of organizational leadership is

not to eliminate conflict, but to use it.
Conflict is a predictable social
phenomenon and should be channeled to
useful purposes.

Symptoms Of Conflict
Tensions.
No desire to communicate.
Work not done properly.
Disastrous meetings.
Anger occurs quickly and easily.

Symptoms Of Conflict

Failing productivity.
Slipping morale.
Absenteeism.
Accidents.
Escalating costs.
Slamming doors.
Shouting.
Bad timing.

Observation

There are time when conflicts are more, there are

times when conflicts are less although the people
are the same.

What does it highlight.

Model 1: Mitchells Conflict Model

Behavior
It is the response or reaction to the
stimuli.
Has some degree of spontaneity

Attitude

It is the way of thinking, feeling

Case -1
No extraordinary situation
Lazy work attitude shall change the
performance and hence the situation.
+ve attitude shall improve the situation &
also the behavior

Case -2

Gloomy situation &High pressure

Leads to volatile behavior,

And if persists (bad situation) shall change the
attitude.

conflict

1. The situation impacts the behavior (failure to reach

targeted
goals, especially important goals, creates frustration and
increases the willingness to reach these goals).
Desperate measures are taken & blame game comes in,
ex- failure in examination, intensifies conflict in family.
Financial set-backs can result in conflict in a couple.
2. The situation impacts attitudes (incompatible goals
increase the suspicion and distrust between the actors).
Ex- taking things (-)vely, fight back and defend,

Vicious cycle

3. Behavior impacts the situation

4. Behavior impacts the attitudes

ex- destructive behavior increases hatred
ex- success can impact the group solidarity
and the notion
of "us".

5. Attitudes impact the behavior

6. Attitudes impact the situation

Conflict

Conflict:

Hurts
Hurts
Hurts
Hurts
Hurts

productivity
quality
service
morale
working relationships

Conflict Resolution
49

People naturally disagree about what

to do, how to do, and when to do it.
That interaction of ideas and opinions
sparks new ideas and leads to better
solutions and plans of action.
However when differences of opinion
are accompanied by too much
emotional committment, the
resulting conflict can be damaging.

Singular conflict

The most dangerous type of conflict.

The conflict within
It is extremely destroying, and
damaging to the person and the
people around him.

Ex- not doing what you preach.

Moral dilemmas.
Expectation conflict.

Nature of Conflict
51

Conflict does not need to be destroying.

Open communication without emotional
explosions is the key method for
resolution.
Thre are three components of conflict:
1.
Two or more persons are involved
2.
There are different perceptions of ideas,
actions, beliefs or goals.
3.
The opposing sides see their way as the
only way.

52

Common Sources Of
Conflict

Ambigious Responsibility Levels:

Clear job descriptions and and
organization charts can help prevent
these conflicts.
Limited Resources: Generally
every department require to extend
their share in limited sources and
maximize its own results.
Conflict of Interest: Each
individual in an organization needs
to know how his own goals and

Common Sources Of
Conflict
Communication Barriers: Differing
perceptions, language, ineffective
listening, style differences, power
and status barriers. Communication
training is the solution for this.
Interdependency: Increasingly our
ability to accomplish our goals and
objectives depends on the
cooperation and assistance for
others. This interdependency

54

Common Sources Of
Conflict
Increased Interaction:The more
people interact, the more potential there
is for conflict. The trend toward
increasing levels of participation and
teamwork indicates a higher level of
conflict and a greater need for conflict
resolution skills.
Competition: For rewards such as
promotions, recognition conflict is
natural. If the organization rewards the

55

The Four Phases of

Conflict
Conflict may occur between individuals,
1.

2.

3.

groups and organizations. Phase are the

same.
First: Change. Appears like A budget
cutback, a new project, change of
manager or value etc.
Perceived conflict : (disagreement
phase) The point at which members are
becoming aware of the problem & the
tension arises.
Felt conflict : Internal tensions and

Conflict Resolution
56

There are 5 basic behaviours which will help you resolve conflict in
almost any sitution you encounter. They will allow you to benefit
from positive disagreement without having those

disagreements escalate into out-of-control personality

conflicts that damage the morale and productivity of the
organization. These basics are:
1.

2.

Openness: State your feelings and thoughts openly, directly and

honestly without trying to hide or disguise the real object of your
disagreement. Dont atribute negative statements about the
other person to unknown others. Use I statements and talk about
how you feel and what you want. Focus on current problems& on
identifying problems.
Emphaty: Listen with emphaty. Try to understand and feel what
the other person is feeling and to see the situation from others
point of view. Demonstrate your understanding and validate the
other persons feelings. Comments such as I appreciate how you

57

3. Supportiveness: Describe the behaviours you have

difficulty with rather than evaluating them. Express your
concern for and support of the other person. Let him know, you
want to find a solution that benefits both of you. State your
position with a willingness to change your opinion if
appropriate reasons are given. Be willing to support the others
position if it makes sense to do so.
4. Positiveness:
Try to identify areas of agreement and emphasize those.
Look at the conflict as a way to better understand ing the
entire situation and possibly find a new and better solution.
Be positive about the other person and your relationship.
Express your commitment for finding a resolution that works
for everyone.

5. Equality:

Treat the other person and his ideas and opinions as equal.

Give the person the time and space to completely express

Dealing With conflict

Avoidance
Smoothing
Forcing
Compromise
collaborative

CONFLICT MANAGEMENT STYLES

Assertive

Forcing

Persons desire
to satisfy own
concerns

Unassertive

Collaboratio
n
Compromis
e

Avoidanc
e

Smoothin
g

Uncooperative

Cooperative

Persons desire to satisfy concerns of others

AVOIDANCE STYLE

I dont have enough time

I dont have enough facts
Perhaps the best way is to proceed as
you think best

Criticism: The conflict is not solved, and has a latent possibility to

up forwhere
worse.
B) requires
immense
clarity for +
Example build
situations
avoidance
style
is appropriate
results
Minor issues
Inadequate facts and power
Others can more effectively resolve the conflict

SMOOTHING STYLE
If it makes others happy, I wont challenge their
views
I dont want to hurt the feelings of others
We should not risk our friendship, so lets not
worry too much about the problem, things will
work out

Criticism: It encourages individuals to cover-up or gloss over

their feelings
Example situations where smoothing style is appropriate
Emotional conflicts
Talented employees

FORCING STYLE
If you dont like the way things are run get out
If you cant learn to cooperate, I am sure others who
will, can be hired

Criticism: The subordinates interests are ignored. The conflict is not

analyzed.
its a extreme measure
Example situations where forcing style is suitable
Inadequate time, yes its an acid test for knowing people
With certain type of people, who wont gel-up with the org culture even
in long run
Stopping people from taking advantage of him/her

COMPROMISE STYLE
I let other people win something, if they let me win
something
I try to find out a position between theirs and mine

Criticism: people may encourage compromise on stated issues

rather than on real issues.
if this style becomes the culture it hampers the
performance.
Example situations where compromise style is acceptable
It is not possible to achieve a win-win agreement
When conflicts block important agreements

COLLABORATIVE STYLE
I try to get all view points & issues out in the open
Best alternatives must be arrived through analysing

Criticism: It is not suitable when win-win situation is not possible

Time taking.
requires good analytical, leadership skills
Example situations where this style is appropriate
The parties disagree over the best means to achieve the common goals
When there is a need for high-quality decisions

Benefits of Conflict Resolution

65

Conflict resolution offer many benefits if we can

resolve them productively.

Healthy disagreement can have a positive, generating

effect.

As people are forced to work through a problem to its

solution, they get a chance to better understanding
the point of view of others.

Successfull resolution of small conflicts can diffuse the

possibility of more serious conflicts and result in better
working relationship.

The process of exploring problems collaboratively can

lead us to acquire more information, new perceptions,
new ideas and determine key issues under the
surface.